Lecture—3 hour(s).Prerequisite(s):Graduate student in the Graduate School of Management.Introduction to the concepts and objectives underlying the preparation
of financial statements. Topics include understanding the accounting cycle, measurement and valuation problems associated with financial statement components, consideration of the usefulness of financial statements in the analysis of a corporation's operations.(Letter.)Effective: 2009 Fall Quarter.

MGB200B—Managerial Accounting(3)Active

Lecture—3 hour(s).Prerequisite(s):MGT 200A or MGB 200A or MGP 200A.Information managers should know to be effective, including: product costing, motivating people, and differential analysis for decision making. Includes team projects and written and oral presentations.(Letter.)Effective: 2017 Fall Quarter.

MGB201A—The Individual and Group Dynamics(3)Active

Lecture—3 hour(s).Prerequisite(s):Graduate student in the Graduate School of Management.Examines basic psychological and social psychological processes shaping human behavior and applies knowledge of these processes to the following
organizational problems: motivation, job design, commitment, socialization, culture, individual and group decision making, and team building.(Letter.)Effective: 2009 Fall Quarter.

MGB201B—Organizational Strategy and Structure(3)Active

Lecture/Discussion—3 hour(s).Prerequisite(s):Completion of first year courses in Graduate School of Management or the equivalent.Open to MBA students only.Strategic management of organizations, including analysis of industries, firm resources and capabilities and corporate strategy. Strategy formulation, implementation and strategic decision-making. Firm and industry life cycles and change. Analysis of organizational design and structure including differentiation and integration. (Letter.)Effective: 2011 Fall Quarter.

MGB202A—Markets and the Firm(3)Active

Lecture—3 hour(s).Prerequisite(s):Graduate student in the Graduate School of Management.Examines the interaction of consumers, firms and government, and the effect this interaction has on the use of resources and firm profitability. Fundamental economic concepts such as marginal analysis, opportunity cost, pricing, and externalities are introduced and applied.(Letter.)Effective: 2009 Fall Quarter.

MGB202B—Business, Government, and the International Economy(3)Active

Lecture—3 hour(s).Prerequisite(s):MGB 202A or MGT 202A or MGP 202A.Examines the influence of government and international factors on business. Topics include distribution of income, business cycles, inflation and interest rates, the federal debt, monetary policy and international trade and finance.(Letter.)Effective: 2017 Fall Quarter.

Lecture—3 hour(s).Prerequisite(s):MGT 203A or MGP 203A or MGB 203A.Practical statistical methods for managerial decision making covers regression analysis, time series analysis and forecasting, design and analysis of experiments in managerial research and contingency table analysis. Application of these methods to marketing, finance, accounting, production, operations, and public policy.(Letter.)Effective: 2017 Fall Quarter.

MGB204—Marketing Management(3)Active

Lecture—3 hour(s).Prerequisite(s):Graduate student in the Graduate School of Management.Analysis of market opportunities, elements of market research, development of marketing strategies, market planning and implementations, and control systems. Consumer and industrial markets, market segmentation, pricing strategies, distribution channels, promotion, and sales.(Letter.)Effective: 2009 Fall Quarter.

Lecture—3 hour(s).Prerequisite(s):Graduate student in the Graduate School of Management MBA program or consent of instructor.Develops decision-making and problem-solving skills in conjunction with a quantitative model-building approach. Emphasizes how structured modeling techniques, probability forecasts, simulations, and computer optimization models are used in the overall process of making decisions in an uncertain environment.(Letter.)Effective: 2009 Fall Quarter.

Lecture—3 hour(s).Prerequisite(s):Completion of administration core requirements or petition with consent of instructor.Introduction to law and legal process in the United States. Sources of law. Structure and operation of courts, federal-state relationships, fundamentals of administrative law, fundamentals of business law.(Letter.)Effective: 2009 Fall Quarter.

Seminar—3 hour(s).Prerequisite(s):MGT 201A or MGB 201A or MGP 201A; Consent of Instructor.Investigation of the bases of power in organizations and the tactics used to translate power into influence. Topics include the control of resources (including information), social psychological processes (including commitment), the construction of meaning, and ethics.(Letter.)Effective: 2017 Fall Quarter.

MGB224—Managing People in High-Performance Organizations(3)Active

Lecture—3 hour(s).Prerequisite(s):MGT 201A or MGB 201A or MGP 201A.Restricted to students in the MBA program.Strategic approach to the management of people within organization. Analyze employment systems' fit with firms' environments and strategies. Explore consequences of choices firms make in managing people—decisions as to selection, performance evaluation, compensation, and other management policies and practices. Not open to students who have taken MGT 224 or MGP 224.(Letter.)Effective: 2017 Fall Quarter.

MGB234—Pricing(3)Active

Lecture/Discussion—3 hour(s).Prerequisite(s):(MGT 202A or MGB 202A or MGP 202A); (MGP 203B or MGB 203B or MGT 203B); (MGT 204 or MGB 204 or MGP 204).Restricted to students in the MBA program.Combines lectures, cases and homework to teach students tools and skills necessary to analyze pricing situations, make pricing decisions, and implement them, in a systematic manner. (Letter.)Effective: 2017 Fall Quarter.

MGB239—Digital Marketing(3)Active

Lecture/Discussion—3 hour(s).Prerequisite(s):MGB 204 or MGT 204 or MGP 204.Course equips students for a career in digital marketing and social media. Topics include online advertising, search engine optimization, interactive mktg, online privacy issues, e-commerce, social influence, social network theory, measurement of social influence, integrating social and traditional media. (Letter.)Effective: 2017 Fall Quarter.

MGB240—Management Policy and Strategy(3)Active

Lecture—3 hour(s).Prerequisite(s):First-year core courses of M.B.A. program.Examines the scope of missions, objectives strategies, policies, structures, measurements and incentives which bear on the management of an organization. Real client organizations, in the private and public sectors, are assigned to student teams as the subjects of study.(Letter.)Effective: 2009 Fall Quarter.

MGB241—New Product Development(3)Active

Lecture/Discussion—3 hour(s).Prerequisite(s):MGT 204 or MGB 204 or MGP 204.Open to graduate students in the Graduate School of Management.State-of-the-art concepts and methods to enhance the effectiveness of new product development activities. Focuses on the understanding of managerial issues and acquiring the ability to solve problems.(Letter.)Effective: 2017 Fall Quarter.

Lecture/Discussion—3 hour(s).Prerequisite(s):MGT 204 or MGB 204 or MGP 204.Restricted to MBA students only.Customer Relationship Management (CRM) is a management approach under which marketing activities are organized and measured around customers (rather than around brands.) This approach is appealing because customers, not brands, are those who make buying decisions. (Letter.)Effective: 2017 Fall Quarter.

Lecture/Discussion—3 hour(s).Prerequisite(s):Completion of first-year core courses at the Graduate School of Management or the equivalent.Restricted to MBA students only.Techniques for sharpening writing skills are introduced, along with grammatical structure, word choice, and punctuation. Learn to develop styles that are pitch-perfect for given situations and to think strategically about each communication challenge in a management setting.(Letter.)Effective: 2011 Fall Quarter.

Lecture—3 hour(s).Understanding the distinct features of services, how to create value through service, methods of building strong relationships with customers, methods of measuring and building customer satisfaction, and measuring the financial impact of service improvement.(Letter.)Effective: 2009 Fall Quarter.

Lecture—3 hour(s).Prerequisite(s):(MGT 202A or MGB 202A or MGP 202A); (MGP 203A or MGB 203A or MGT 203A); (MGT 204 or MGB 204 or MGP 204).Course addresses the managerial issues and problems of systematically gathering and analyzing information for making private and public marketing decisions. Covers the cost and value of information, research design, information collection, measuring instruments, data analysis, and marketing research applications.(Letter.)Effective: 2017 Fall Quarter.

MGB250—Technology Competition and Strategy(3)Active

Lecture—3 hour(s).Prerequisite(s):(MGT 202A or MGB 202A or MGP 202A); (MGP 203A or MGB 203A or MGT 203A).Restricted to students in the MBA program.Why is software typically so defective? Why do many firms in the IT industry give away their best products free? This course helps you analyze questions like these by modeling competition and strategy in the network, technology and information industries.(Letter.)Effective: 2017 Fall Quarter.

Lecture—3 hour(s).Prerequisite(s):MGB 203A or MGP 203A or MGT 203A.Open to students in the Graduate School of Management.Explores the management of operations as applied to manufacturing as well as services provided both inside and outside the organization. Develop an understanding of how uncertainty affects planning and delivery by looking at fundamental models of operations.(Letter.)Effective: 2018 Spring Quarter.

MGB253—Corporate Social Responsibility(3)Active

Lecture—3 hour(s).Goal in this course will be to develop a thought process and approach to corporate social responsibility that students will be able to build on during their post-school leadership roles, whether as corporate executives, entrepreneurs, or NGO leaders.(Letter.)Effective: 2016 Spring Quarter.

MGB255—Entrepreneurship and Venture Investment Clinic(3)Active

Lecture—3 hour(s).Class size limited to 30 students. Provides the necessary analytical and design tools to create business ideas and refine business models based on emerging technologies. Students learn to work closely in small teams to synthesize technical, strategic, and marketing needs into designs for new ventures.(Letter.)Effective: 2016 Spring Quarter.

Lecture—3 hour(s).Prerequisite(s):(MGT 200A or MGB 200A or MGP 200A); (MGP 202A or MGB 202A or MGT 202A); (MGT 205 or MGB 205 or MGP 205).Focuses on planning, acquiring, and managing a company's financial resources. Includes discussion of financial aspects of mergers and other forms of reorganization; analysis of investment, financial, and dividend policy; and theories of optimal capital structure.(Letter.)Effective: 2017 Fall Quarter.

MGB261—Investment Analysis(3)Active

Lecture—3 hour(s).Prerequisite(s):(MGT 203A or MGB 203A or MGP 203A); (MGP 205 or MGT 205 or MGB 205).Examines asset pricing theories and relevant evidence, including the investment performance of stocks and bonds. Topics include the efficiency of markets, domestic and international portfolio diversification, factors influencing the value of stocks and other investments, and portfolio management and performance.(Letter.)Effective: 2017 Fall Quarter.

MGB262—Money and Security Markets(3)Active

Lecture—3 hour(s).Examines how money and securities markets are organized; how public agencies, businesses, others obtain and invest funds in those markets. Relationship between interest rates, monetary policy, government's role in improving capital markets, approaches to assessing changes in regulation of specific markets.(Letter.)Effective: 2009 Fall Quarter.

MGB263—Derivative Securities(3)Active

Lecture/Discussion—3 hour(s).Prerequisite(s):(MGT 203A or MGB 203A or MGP 203A); (MGP 205 or MGT 205 or MGB 205).Open to students enrolled in the MBA program. Behavior of options, futures, and other derivative securities markets and how public agencies, business and others use those markets. Trading strategies involving options, swaps, and financial futures contracts. Pricing of derivative securities, primarily by arbitrage methods.(Letter.)Effective: 2017 Fall Quarter.

MGB264—Business Taxation(3)Active

Lecture—3 hour(s).Analysis of the impact of business taxation on investment, production, and finance decisions. Discussion of the relationship between business organization and tax liability. Course is not intended for tax specialists.(Letter.)Effective: 2009 Fall Quarter.

MGB265—Venture Capital and the Finance of Innovation(3)Active

Lecture/Discussion—3 hour(s).Prerequisite(s):MGT 205 or MGB 205 or MGP 205.Restricted to students in the MBA program.Examines venture capital finance and the related practice of R&D finance. Goal is to apply finance tools and framework to the world of venture capital and financing of projects in high-growth industries.(Letter.)Effective: 2017 Fall Quarter.

MGB266—International Finance(3)Active

Lecture—3 hour(s).Prerequisite(s):MGT 205 or MGB 205 or MGP 205; Or the equivalent.Studies fixed and floating exchange-rate systems. Topics include determinants of a nation's balance of international payments; macroeconomic interdependence of nations under various exchange-rate regimes and its implications for domestic stabilization policies; and the international coordination of monetary and stabilization policies.(Letter.)Effective: 2017 Fall Quarter.

MGB267—Teams and Technology(3)Active

Lecture/Discussion—3 hour(s).Prerequisite(s):Consent of Instructor.Restricted to working professional MBA students.Theory and practice of managing teams with primary goals of: providing conceptual guidelines for analyzing and diagnosing group dynamics and determining strategic options as a manager; imparting interpersonal skills for implementing effective strategies; understanding how technological change affects team processes.(Letter.)Effective: 2010 Fall Quarter.

MGB268—Articulation and Critical Thinking(3)Active

Lecture/Discussion—3 hour(s).With commitment to this course, students will become competent public speakers, write well at a level expected in business, think efficiently and critically about business challenges and have a useful personal code of ethics to shape their actions and decisions. No student may repeat course for credit.(Letter.)Effective: 2014 Winter Quarter.

Lecture—3 hour(s).Prerequisite(s):MGT 200A or MGP 200A or MGB 200A.Studies how investors, creditors, others use accounting and other information in making rational investment, lending decisions. Emphasis is placed on the analysis of financial information in a variety of contexts. Where applicable, recent research in finance and economics is discussed.(Letter.)Effective: 2017 Fall Quarter.

MGB273—Accounting and Reporting for Government Nonprofit Entities(3)Active

Lecture—3 hour(s).Concepts, methods, and uses of accounting and financial reporting by governmental and nonprofit entities. Introduction to budgeting and
performance evaluation, and accounting for entities such as hospitals, universities, and welfare agencies.(Letter.)Effective: 2009 Fall Quarter.

MGB274—Corporate Governance(3)Active

Lecture—3 hour(s).Prerequisite(s):Full-time MBA students or consent of instructor.Discusses how corporations can better operate in the interests of shareholders and public. Directly relevant to managers, consultants in compensation and incentives, staff working on mergers and acquisitions, corporate regulators, shareholder rights activists, and board members.(Letter.)Effective: 2009 Fall Quarter.

MGB276—Real Estate, Finance and Development(3)Active

Lecture—3 hour(s).Prerequisite(s):(MGT 205 or MGP 205 or MGB 205); (MGT 201A or MGB 201A or MGP 201A).Focus on single family, attached, detached, multi-family, and light commercial development. Students will study factors which make up successful real estate developments. Course will consider financial aspects involved in land acquisition, land development, construction, and project lending.(Letter.)Effective: 2017 Fall Quarter.

MGB281—Systems Analysis and Design(3)Active

Lecture—3 hour(s).Design and specification of computer-based information systems. Applications systems development life cycle, use requirements and feasibility assessment, logical and physical design, program development and testing, conversion and implementation.(Letter.)Effective: 2015 Spring Quarter.

MGB282—Supply Chain Management(3)Active

Lecture/Discussion—3 hour(s).Prerequisite(s):MGT 203A or MGB 203A or MGP 203A.Restricted to students in the MBA program.Matching supply with demand is a primary challenge for a firm: excess supply is too costly, inadequate supply irritates customers. Matching supply to demand is easiest when a firm has a flexible supply process, but flexibility is generally expensive.(Letter.)Effective: 2017 Fall Quarter.

Lecture—3 hour(s).Prerequisite(s):MGB 203B or MGT 203B or MGP 203B.Considers application of time series methods to evaluation and forecasting problems. Covers univariate and multivariate ARIMA models and transfer function models. Applications will be in such areas as economics, finance, budgeting, program evaluation, and industrial process control.(Letter.)Effective: 2016 Spring Quarter.

MGB286—Telecommunications and Computer Networks(3)Active

Lecture—3 hour(s).Prerequisite(s):MGB 280.Communication system components; common carrier services; design and control of communications networks; network management and distributed environment; local area networks; data security in computer networks.(Letter.)Effective: 2015 Spring Quarter.

Seminar—3 hour(s).Prerequisite(s):Completion of all first-year graduate courses at the Graduate School of Management or the equivalent.Advanced topics in general management. Varied topics to cover more extensively issues discussed in courses 201A and 201B, or current business interest topics in fields of business writing, business communications, development, or workplace processes.May be repeated for credit.(Letter.)Effective: 2009 Spring Quarter.

MGB291—Topics in Organizational Behavior(3)Active

Seminar—3 hour(s).Prerequisite(s):Completion of all first-year graduate courses at the Graduate School of Management or the equivalent.Advanced topics in social psychology and sociology of organizations. Varied topics to cover more extensively issues discussed in courses 201A and 201B, or current business interest topics in fields of organization design, strategy, development, or workplace processes.May be repeated for credit.(Letter.)Effective: 2009 Fall Quarter.

MGB292—Topics in Finance(3)Active

Seminar—3 hour(s).Prerequisite(s):Completion of all first-year graduate courses at the Graduate School of Management or the equivalent.Contemporary and emerging issues in finance. Application of modern techniques of finance to business problems. Use of appropriate electronic database and research techniques.May be repeated for credit.(Letter.)Effective: 2009 Fall Quarter.

MGB293—Topics in Marketing(3)Active

Seminar—3 hour(s).Prerequisite(s):Completion of all first-year graduate courses at the Graduate School of Management or the equivalent.Advanced topics in marketing, which may include marketing research, new product development, brand management, pricing, distribution management, service marketing, hitech marketing, advertising, sales promotions, marketing through the Web.May be repeated for credit.(Letter.)Effective: 2009 Fall Quarter.

MGB294—Topics in Accounting(3)Active

Seminar—3 hour(s).Prerequisite(s):Completion of all first-year graduate courses at the Graduate School of Management or the equivalent.Contemporary and emerging issues in financial management accounting. Application of modern techniques of evaluation and analysis of financial information. Use of appropriate electronic database and research techniques.May be repeated for credit.(Letter.)Effective: 2009 Fall Quarter.

MGB295—Topics in Information Technology (3)Active

Seminar—3 hour(s).Prerequisite(s):Completion of all first-year graduate courses at the Graduate School of Management or the equivalent.Applications of information technology to management and management of information technology. Adaptation to the dynamic nature of the field.May be repeated for credit.(Letter.)Effective: 2009 Fall Quarter.

MGB296—Topics in Technology Management(3)Active

Seminar—3 hour(s).Prerequisite(s):Completion of all first-year graduate courses at the Graduate School of Management or the equivalent.Cyclical nature of innovation and technological change, features of innovative firms and industries, national innovation systems, and impact of information technologies on innovation processes.May be repeated for credit.(Letter.)Effective: 2009 Fall Quarter.

MGB297—Topics in International Management (3)Active

Seminar—3 hour(s).Prerequisite(s):Completion of all first-year graduate courses at the Graduate School of Management or the equivalent.Broader environment in which U.S. firms and their foreign competitors operate. Integration of material from other topics courses (marketing, strategy, finance, accounting, information technology, technology management) into the international setting.May be repeated for credit.(Letter.)Effective: 2010 Fall Quarter.

Discussion/Laboratory—1 hour(s).Establishes and explores the defining characteristics of crises. Will learn to anchor crisis management firmly within overall strategic management and also acquire a set of useful tools and techniques for planning for and handling actual crises.(Letter.)Effective: 2017 Winter Quarter.

MGB402—Crisis Communications and Reputation Management(1)Active

Discussion/Laboratory—1 hour(s).Intended to provide you with an understanding of the framework and tools necessary to successfully address communications and reputation management tasks in a variety of crisis situations.(Letter.)Effective: 2016 Summer Quarter.

Lecture/Discussion—1 hour(s).Will examine Business history – historical trends that might influence contemporary business. Some argue that the recent collapse of our financial system might have been averted if business leaders had a better sense of history.(Letter.)Effective: 2017 Winter Quarter.

MGB406—Ethical Issues in Management(1)Active

Lecture/Discussion—1 hour(s).Explores the philosophical foundation of ethical theory and its recent applications to business situations. Professional codes of ethics, such as those promulgated by educational, managerial, engineering, scientific, medical and legal professional societies, are presented.(Letter.)Effective: 2017 Winter Quarter.

Lecture/Discussion—1 hour(s).Focuses on the media industries and how emerging digital technologies are disrupting the way media consumption, distribution and business models work. Will highlight the economics of several media, both news and entertainment.(Letter.)Effective: 2016 Summer Quarter.

Lecture/Discussion—1 hour(s).Covers recent and not-so-recent business and accounting scandals, discuss how corporations can better operate in the interests of shareholders and the public, and learn from people who rely on corporate governance in making investment decisions.(Letter.)Effective: 2017 Winter Quarter.

MGB411—Turnaround Management(1)Active

Lecture/Discussion—1 hour(s).Evaluate the financial performance of a company, identify opportunities for improvement, propose real solutions to enhance performance, and most important inspire action in staff. (Letter.)Effective: 2017 Winter Quarter.

MGB412—International Marketing(1)Active

Lecture/Discussion—1 hour(s).Basic concepts of international marketing. Understanding and managing heterogeneous, dynamic, and interdependent environments across countries. How to develop and implement an international marketing strategy: where and how to compete, how to adapt your marketing mix. (Letter.)Effective: 2016 Fall Quarter.

MGB413—Sustainable Business Ventures: Business and Energy(1)Active

Lecture/Discussion—1 hour(s).Introduction to sustainability goals, indicators, values, measurement techniques, and practice how it applies to large and small enterprise. (Letter.)Effective: 2013 Spring Quarter.

MGB414—Multi-Channel Marketing(1)Active

Lecture/Discussion—1 hour(s).Multi-channel marketing strategies empower managers to create value for different customer segments. Covers the necessary concepts to evaluate and select go-to market strategies in order to capitalize on the ubiquity of modern customers. (Letter.)Effective: 2017 Winter Quarter.

MGB415—Climate Risks and Opportunities(1)Active

Lecture/Discussion—1 hour(s).Provide a working knowledge of the risks and opportunities arising from climate change and climate policy for businesses.(Letter.)Effective: 2016 Summer Quarter.

MGB416—Topics in Private Equity (1)Active

Lecture—1 hour(s).Prerequisite(s):MGB 205 or MGP 205 or MGT 205.Restricted to students in the MBA program.Focuses on the finance principles related to the risk and return of the private equity (PE) industry, valuation of PE target companies, the structuring of leveraged buyouts (LBOs), and the management of portfolio companies.(Letter.)Effective: 2017 Fall Quarter.

MGB417—Incentives and Controls(1)Active

Lecture/Discussion—1 hour(s).Understand how organizations use financial and nonfinancial performance management and incentive systems to motivate people and manage resources.(Letter.)Effective: 2017 Winter Quarter.

MGB418—Scientific Discovery and Business Innovation at Scale in the Food and Agriculture Sector(1)Active

Lecture—3 hour(s).Restricted to students in the MBA program.Scientific discovery and business innovation within the food and agriculture sector profoundly influences the sustainability of society and enterprise competitiveness. Students will learn how business innovation models co-exist antagonistically or synergistically with scientific discovery and its influence on enterprise competitiveness.(Letter.)Effective: 2017 Winter Quarter.

MGB419—Business Strategy Consulting Skills(1)Active

Lecture—5 hour(s).Restricted to students enrolled in the MBA program. Students will learn practical business consulting skills which will help apply strategy theories in the workplace. Students will learn and practice tools to frame and analyze problems, conduct research, communicate findings and navigate client relationships. (Letter.)Effective: 2017 Winter Quarter.

Web Virtual Lecture—1 hour(s).Prerequisite(s):(MGB 252 or MGT 252 or MGP 252); (MGB 206 or MGT 206 or MGP 206).Restricted to students enrolled in the MBA program. Covers advanced optimization modeling techniques and practical application of modern, scalable modeling language. Techniques will be developed using examples from production planning in a supply chain, but students may explore other areas of application of optimization for their final project.(Letter.)Effective: 2017 Winter Quarter.

MGB421—Monte Carlo Simulation for Managerial Analysis(1)Active

Lecture—1 hour(s).Students create Excel-based simulation models across business domains, from finance to hypothesis testing and inventory management. By course-end, students are experts at recognizing this decision-making fallacy and fixing it. (Letter.)Effective: 2017 Spring Quarter.

MGB422—Behavioral Finance and Valuation(1)Active

Lecture—1 hour(s).Prerequisite(s):(MGT 260 or MGP 260 or MGB 260); (MGT 261 or MGP 261 or MGB 261).Restricted to students enrolled in the MBA program. Investor psychology and market frictions can cause asset prices to deviate from fundamental values, creating profit opportunities for sophisticated investors. The course will cover techniques of financial analysis with the goal of learning how to value assets and identify mispricing.(Letter.)Effective: 2017 Winter Quarter.

MGB423—Leader as Coach: An Introduction to Coaching Skills for Leaders(1)Active

Lecture—1 hour(s).Restricted to students enrolled in the MBA program. Course introduces the fundamental coaching skills and coaching models that leaders can apply in everyday interactions with their team and colleagues in order to build trust, overcome challenges and help others discover their own full potential.(Letter.)Effective: 2017 Winter Quarter.

MGB424—Practicum for Managing People in Modern Organizations(1)Active

Project (Term Project)—1 hour(s).Prerequisite(s):MGB 224.Restricted to students in the MBA program.Provides solid grounding in the management of work and the employment relationship. Examines firms’ interrelated policies and practices for managing people.(Letter.)Effective: 2011 Winter Quarter.

MGB425—Digital Marketing Techniques(1)Active

Lecture—1 hour(s).Course provides students with an introduction to digital marketing. The course introduces MBA students to the fundamental aspects and tools of online marketing communication, i.e., how organizations use digital channels to effectively communicate their value propositions to the target customers.(Letter.)Effective: 2017 Winter Quarter.

MGB426—The Business of Healthcare (1)Active

Lecture—1 hour(s).Restricted to students enrolled in the MBA program (Business Administration—Working Professional, Business Administration—Bay Area, Business Administration—Full-Time). Course is intended to provide students with an overall understanding of the unique business aspects of the healthcare industry. (Letter.)Effective: 2017 Winter Quarter.

MGB427—Implementing International Strategy(1)Active

Lecture—1 hour(s).Restricted to students enrolled in the MBA program (Business Administration—Working Professional, Business Administration—Bay Area, Business Administration—Full-Time).Course looks at the pitfalls of implementing international strategies, and suggest several accessible, yet powerful frameworks to help international managers implement strategies successfully and completely. (Letter.)Effective: 2017 Winter Quarter.

Lecture—1 hour(s).Restricted to students enrolled in the MBA program.Advanced innovation lab will introduce students to issues addressed by entrepreneurs and investors in renewable ventures. Lectures, simulations, case studies and practical experience of the presenters will be delivered.(Letter.)Effective: 2016 Summer Quarter.

MGB429—Detection and Prevention of Asset Misappropriation Fraud in the Workplace (1)Active

Lecture—1 hour(s).Restricted to students enrolled in the MBA program.Course will discuss the fundamentals of fraud detection and prevention in the workplace. Students will learn the major schemes involving workplace fraud, how management can detect fraud and what policies and procedures can be implemented to prevent fraud.(Letter.)Effective: 2016 Fall Quarter.

MGB430—Learning From Catastrophes: Lessons for Managers (1)Active

Lecture—1 hour(s).Restricted to students enrolled in the MBA program. Catastrophes unfold in surprisingly similar ways. In this course, students will analyze catastrophes to understand these common patterns and investigate how they can be prevented and mitigated. Students will then apply these lessons to management to gain unconventional insights.(Letter.)Effective: 2016 Summer Quarter.

Lecture—1 hour(s).Course will focus on the heart of healthcare administration and how project management can be applied as a key lever to increase efficiency, decrease costs and improve the patient experience.(Letter.)Effective: 2017 Spring Quarter.

MGB433—Corporate Social Responsibility(1)Active

Lecture—1 hour(s).Learn practical information that will help students understand the basics of designing, managing and evaluating an effective CSR program. Expose students to a basic set of CSR issues in the context of cross-purpose business challenges and then focus on the analysis and critical decisions that managers must make to move their business and their social agenda forward.(Letter.)Effective: 2018 Spring Quarter.

MGB434—Practicum for Pricing(1)Active

Project (Term Project)—1 hour(s).Prerequisite(s):MGB 234.Restricted to students in the MBA program.Enhance understanding of the principles and concepts learned in Pricing by (1) teaching the necessary statistical and mathematical skills, and (2) requiring a report for a real Pricing case.(Letter.)Effective: 2011 Winter Quarter.

Project (Term Project)—1 hour(s).Prerequisite(s):MGB 243.Restricted to students in the MBA program.Hands-on training in applying Customer Relationship Management concepts and metrics to secondary data. Enhances ability to interpret results and decide the right type of marketing actions by requiring an executive report at the end of the quarter.(Letter.)Effective: 2010 Fall Quarter.

MGB448—Practicum for Marketing Strategies(1)Active

Project (Term Project)—1 hour(s).Prerequisite(s):MGB 248.Restricted to students in the MBA program.Provides opportunities to apply the concepts covered in the Marketing Strategies class through a group project involving the analysis of strategic marketing decisions based on business-related issues, simulation and modeling.(Letter.)Effective: 2010 Fall Quarter.

MGB449—Marketing Research Practicum(1)Active

Project (Term Project)—1 hour(s).Prerequisite(s):MGB 249.Restricted to students in the MBA program, or in some cases with permission of instructor. Provides opportunities to apply the concepts and methods covered in the Marketing Research class. Hands-on and project-based, work could be either individual or in groups depending on enrollments and/or interests of students.(Letter.)Effective: 2011 Spring Quarter.

Project (Term Project)—1 hour(s).Prerequisite(s):MGB 260.Restricted to students in the MBA program.Work in groups to select and value a financial entity. It could be a firm, a sports player, a building, a project, or a patent. Grade based on an in-class presentation and a write-up.(Letter.)Effective: 2011 Spring Quarter.

Project (Term Project)—1 hour(s).Prerequisite(s):MGB 264.Restricted to students in the MBA program.Practical application project drawing from the tax planning theory contained in course 264. Project consists of a business formation and operation, change in organization (incorporation), and movement into multi-national and multi-jurisdictional tax.(Letter.)Effective: 2010 Fall Quarter.

MGB465—Practicum for Venture Capital(1)Active

Project (Term Project)—1 hour(s).Prerequisite(s):MGB 265.Restricted to students in the MBA program.Provides an opportunity to apply concepts learned in Venture Capital in a realistic setting. Complete project analyzing a potential investment in a hypothetical venture and prepare an deal term sheet/investment agreement.(Letter.)Effective: 2011 Winter Quarter.

MGB467—Practicum for Teams and Technology(1)Active

Project (Term Project)—1 hour(s).Prerequisite(s):MGB 267.Restricted to students in the MBA program.Groups investigate the performance, creativity, conflict, information sharing, and leadership behaviors of a real world team. Provide consulting advice to the team, which not only gives analytic skills, but also builds presentation skills. (Letter.)Effective: 2011 Spring Quarter.

MGB469—Practicum for Business Intelligence Technologies (1)Active

Project (Term Project)—1 hour(s).Prerequisite(s):MGB 269.Restricted to students in the MBA program.Projects applying concepts learned in Business Intelligence Technologies to real business problems.(Letter.)Effective: 2011 Winter Quarter.

MGB482—Practicum for Supply Chain Management(1)Active

Project (Term Project)—1 hour(s).Prerequisite(s):MGT 282 (can be concurrent) or MGP 282 (can be concurrent) or MGB 282 (can be concurrent); Course is a pre-requisite or co-requisite.Restricted to students in the MBA program.Provides experience applying concepts learned in Supply Chain Management to a realistic management setting via a project.(Letter.)Effective: 2011 Spring Quarter.

Lecture/Discussion—3 hour(s).Prerequisite(s):Consent of Instructor. Sponsorship of a GSM Academic Senate faculty member; approval of graduate advisor.Provides opportunity for students to gain experience in applying business methodologies previously acquired in other GSM courses.May be repeated for credit.(Letter.)Effective: 2015 Spring Quarter.

Lecture/Discussion—1 hour(s).Prerequisite(s):Consent of Instructor. Sponsorship of a GSM Academic Senate faculty member; approval of graduate advisor.Provides opportunity for students to gain experience in applying business methodologies previously acquired in other GSM courses.May be repeated for credit.(Letter.)Effective: 2019 Spring Quarter.

MGB498—Directed Group Study Management Practicum(1-12)Active

Project (Term Project).Prerequisite(s):Consent of Instructor. Sponsorship of a GSM Academic Senate faculty member, and approval of graduate advisor.Provides the opportunity for students to gain experience in applying business methodologies previously acquired in other GSM courses.
May be repeated up to 6 Unit(s).(S/U grading only.)Effective: 2011 Summer Quarter.

MGB499—Directed Individual Study Management Practicum(1-12)Active

Project (Term Project).Prerequisite(s):Consent of Instructor. Sponsorship of a Graduate School of Management Academic Senate faculty member and approval of graduate advisor.Provides the opportunity for students to gain experience in applying business methodologies previously acquired in other Graduate School of Management courses.May be repeated for credit.(S/U grading only.)Effective: 2011 Summer Quarter.